Exploring Chaotic Performance in Projects and its Relationship with Knowledge Creation Process

In this study the researcher is focusing on the performance of the project. During the life cycle of projects managers are striving to forecast the future performance of the project according to the historical patterns of performance. Irregular performance and randomness are representing chaotic performance periods in project's life. The study proposes five propositions. The first proposition is that Manager have different conscious perceptions about accepted levels of order and chaos in their project performance. The second proposition is that Knowledge Creation Process has different characteristics in chaotic perceived projects and order perceived projects. The third proposition is that managers have different prioritization of knowledge assets from which they create new knowledge for chaotic performance projects. The fourth proposition is that Sources of knowledge creation differ according to the context of project performance. The fifth proposition is that Assets used for knowledge creation during chaotic performance periods differ according to managers' tendency to innovate. This study is a qualitative analysis of secondary data that comes from literature review and primary data that comes from interviews with experts and project managers. The researcher investigated four styles of knowledge creation during chaotic performance periods; experiential knowledge creation style, innovative knowledge creation style, precautions and risk minimization knowledge creation style, and specialty based knowledge creation style. Conclusions and recommendations are provided to project managers on which knowledge assets are leading to innovative knowledge creation.